Final control of the finished product. Final control of castings. State standard of the Russian Federation
4.10 CONTROL AND TESTING.
The element "Control and testing" meets the requirements of clause 4.10 of GOST R ISO 9002-96.
The purpose of control and testing is:
Documentary confirmation of the established indicators of product quality in the process of production, packaging, storage and delivery;
Timely identification of nonconforming products, taking measures to isolate and eliminate the causes of nonconformities.
Inspection and testing include the following work:
incoming control;
phase-by-phase (operational) control in the production process;
process control;
final control and testing of products;
management of control, measuring and testing equipment, ensuring the uniformity and accuracy of measurements, timely verification, maintenance and repair of measuring instruments;
Material and technical support of divisions carrying out control and measuring operations with control and measuring means;
Provision of subdivisions carrying out control operations with qualified personnel;
Ensuring the specified parameters of the production environment, including the temperature and humidity of the room, the established technical characteristics of the technological equipment.
An enterprise shall apply appropriate methods for measuring and controlling processes necessary to meet customer requirements and demonstrate the continued ability of processes to achieve their intended purpose. Measurement of results should be used to maintain and / or improve these processes. The chief engineer is responsible for the overall organization of the inspection and testing work.
4.10.2 Incoming inspection and testing.
Incoming inspection is an integral part of the quality system element "Control and Testing" and meets the requirements of GOST R ISO 9002-96.
Incoming control is carried out so that incoming materials are not allowed into production without checking for compliance with regulatory documents or the terms of the agreement (contract). The "list of materials" and the scope of control subject to incoming control is determined by the standard of the enterprise. The data of the results of the incoming inspection are registered in the prescribed form.
4.10.3 Inspection and testing during production.
Control and testing during production are an integral part of the quality system element "Control and Testing" and meets the requirements of GOST R ISO 9002-96.
The purpose of control and testing in the production process is to confirm the compliance of product parameters with technological regulations at all stages of production.
Control and testing is carried out at the points of the production process where the controlled characteristics are located.
Control and tests are carried out in accordance with the "points of technological control" established by the technological regulations
4.10.4 Final inspection and testing.
Final control and testing are an integral part of the quality system element "Control and testing" and meet the requirements of GOST R ISO 9002-96.
The purpose of the final control and testing is to confirm that the level of product quality meets the requirements of regulatory documents or an agreement (contract).
The final control and testing procedures provide for all the necessary types of control in accordance with the requirements of regulatory documents for product quality.
Products are not shipped to the consumer until final inspection and testing has been completed and the inspection results have been received, documented and approved.
The data on the results of the final control and testing are recorded in documents (passport, protocol, form, notification, etc.) in the established form.
After carrying out the necessary tests and control, the document (passport, protocol, form) is drawn up in accordance with the regulatory documents for the product or the requirements of the contract (agreement).
4.10.5 Registration of inspection and test data.
Registration of control data is an integral part of the quality system element "Control and testing" and meets the requirements of GOST R ISO 9002-96.
The purpose of recording inspection results is to maintain documented data at all times to demonstrate that products have been inspected for compliance with specified requirements.
The procedures for registering control results in accordance with the established scheme, as well as issues of identification, collection, storage, search and access to them are regulated in:
STP 07507802-12 “Control and testing of serial production. Inspection and testing status. Basic Provisions ";
STP 07507802-07 2 Identification of products, documentation and their traceability. Basic provisions. ";
STP 07507802-14 “Incoming inspection of materials, components and bench material. Organization and procedure. "
STP 07507802-55 “Quality system. The procedure for testing and acceptance of consumer goods and civil products by the technical control department. "
4.12 STATUS OF CONTROL AND TESTS.
The status of control and testing is an element of the quality system and meets the requirements of paragraph 4.12 of GOST R ISO 9002-96.
The purpose is to confirm that the inspection and testing has been carried out.
The status of control and testing of products (including raw materials and materials) is understood as an official certificate of compliance (or non-compliance) of products that have passed control and testing, established requirements. Control status is supported by markings, labels, accompanying documents, control data records indicating compliance or non-compliance with the established requirements.
The signature of the contractor, quality control department controller, laboratory assistant in the relevant documents means that this production, control and test operation has been completed (produced) in compliance with all the requirements stipulated by the current documentation and the product can be transferred to the next operation or final acceptance.
The control status of raw materials, products in the production process and finished products is identified by recording data on input, phase-by-phase (production) and output control ..
4.8 IDENTIFICATION AND TRACEABILITY
Product identification and traceability meets the requirements of clause 4.8 of GOST R ISO 9002-96.
The purpose of identification and traceability is to solve the following problems:
1. Assigning the status of products that have passed control and testing:
designation by marking or in another way that this product has passed control and testing and meets (does not meet) the established requirements.
2. Use of identification to control products in accordance with technical regulations and instructions.
3. Timely identification, separation, processing or return of nonconforming products.
4. Creation of conditions for analysis, identification of the causes of inconsistencies and development of corrective actions.
The identification of raw materials, materials and finished products is carried out at the stages of the production process and product delivery, including:
Incoming control, storage in a warehouse and launching into production;
Product control during production;
Final control, packaging and storage in the warehouse;
Delivery of finished products to the consumer.
Identification is carried out using labels, tags and other means that ensure the clarity of the designations, the required durability and compliance with the documentation governing the identification methods. Work on product identification is carried out by divisions that carry out control, packaging, storage and delivery of products. The distribution of responsibilities for these works is carried out in accordance with the STP and instructions.
The general coordination and organization of work on identification and traceability of products is entrusted to the chief technologist of the enterprise.
Regulation of the organization and application of identification methods and
traceability is set out in STP 07507802-07 “Identification of products, documentation and their traceability. Basic Provisions ",
STP 07507802-35 "Rules for the development, registration and approval of reference standards and standards of operational documentation for consumer goods and products for industrial and technical purposes".
QUALITY MOTIVATION
4.18.1 Incentives for staff.
The purpose of staff incentives is to intensify their efforts to:
Achievement of the required product quality and full satisfaction of the customer's requirements;
Reducing production costs, saving raw materials, materials, finished products and other resources.
Material incentives in the quality assurance system include the following works:
Ensuring understanding and awareness of their participation in ensuring the quality of products by everyone working at each workplace;
Extension of the material incentive system not only to production workers, but also to personnel involved in material and technical supply, implementation of documentation, control and testing, packaging, product shipment, as well as personnel of auxiliary and support units;
Development of a system of criteria for assessing the participation of personnel in ensuring product quality.
Activities carried out at the enterprise to improve quality
CORRECTIVE AND PREVENTIVE ACTIONS.
Corrective and preventive actions are an element of the quality system and comply with clause 4.14 of GOST R ISO 9002-96.
The goal of corrective action is to eliminate or minimize the recurrence of nonconformities.
This element of the quality system applies to the following procedures for product and quality system nonconformities:
Determination of corrective and preventive action in order to eliminate the causes of actual and potential nonconformities;
Determining the responsibility that the corrective and preventive actions taken are adequate to the problem;
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2.3 Forms of quality control as a management action
When exercising control as a managerial action, the manager turns to one of four possible forms of control, or to a combination of several of them. Let's list these four forms of control:
SH is operational;
W intermediate;
Final;
Ш is selective.
The choice of a particular form of control or a combination of two or more forms depends on a number of factors. First of all, on the profile of the organization. So, in publishing, the form of operational control is decisive. In construction, final control, as a rule. The choice also depends on the manager himself: if he has sufficient knowledge of all possible forms, then the choice is naturally made in favor of the most effective form. The choice also depends on the specific problems faced by the organization and which the manager is currently seeking to resolve. However, for all the variety of reasons, the main role is played primarily by the qualifications of the manager himself.
Operational control
For a number of industries and certain situations, the most effective form is considered to be operational control. This form of control is considered indispensable for production, the content of which is reduced to the performance of a series or set of work operations that are performed by different performers, whose cooperation in the production process makes it possible to obtain a finished product, product, service from the point of view of organization. This fully applies primarily to organizations using the form of conveyor production, or to assembly plants, within which each employee performs one work operation or a block of such operations and transfers the semi-finished product to another performer for its subsequent complication, to perform the next work operation or block of such operations.
Operational control means such a form of cooperation between a number of performers, in which each subsequent operation is not performed until the verification of the previous working operation is completed for the correctness (quality) of its actual execution. With this control system, the correctness of the execution of the previous work operation is checked by an employee who must carry out the next - in accordance with the chosen or applied technology - work operation (in this case, a work operation can also be understood as a block of work operations). This form of control proceeds from the fact that each employee in this scheme of cooperation owns the actual technology for carrying out not only his work operation (assigned to him by virtue of the workplace he occupies), but also the technology for carrying out a work operation performed by his colleague who acts as a predecessor in the general chain of cooperating (or cooperating) performers, each of whom, in the process of cooperation, performs strictly designated functions.
The use of such a system of control over the quality of actually carried out work (and, consequently, over the quality of products) is aimed at timely rejection of products: products are rejected immediately, i.e. instantly upon the fact of improper performance by some employee of his functions. The manager in this situation has to develop a scheme for withdrawing the rejected product of labor from production. The next performer who rejects the work of his predecessor does not have time to figure out in detail whether it is really a marriage or not. He culls often on the basis of external signs, often on a whim. Therefore, after he carries out the withdrawal of defective (in his opinion) products, someone - either a workshop foreman, or an engineer, or a controller - must carefully, slowly, sort out the situation that has arisen and make a final decision: whether to fix the defect. , either to put the product further along the chain of cooperated performers, or to remove the defective product from the production line, recognizing the defect as irreparable and enrolling such a defective product in the category of losses, unproductively used resources. The introduction of such a system is simultaneously aimed at obtaining 100% quality products at the output: only recognized quality products leave the production sphere.
In this case, the controller has to pay attention mainly to the result of the last working operation, since the quality of all other previous operations has already been checked, controlled by the performers of the working operations themselves.
The above quality control system, with all its cumbersomeness, has a positive effect on all aspects of a functioning organization's activities: financial results, reputation of the organization, reduction of losses and non-productive costs, etc.
This form of control has long been used in our country, however, with a number of specific reservations. Firstly, operational control was characteristic exclusively of those organizations that worked in the military-industrial complex (military-industrial complex), defense industry and space. Secondly, the quality control of work operations, or rather blocks of work operations, was carried out by specially authorized people - military representatives (military representatives), who did not obey even the first person of the organization and without whose approval the products of the enterprises were not released "outside the gates".
In full measure, this system is used in most Japanese enterprises, even such largest ones as Toyota.
Operational control covers all stages of an integral production process up to quality control of raw materials, components, semi-finished products coming from outside (i.e. from other organizations), even through direct acquaintance with the production process of subcontractors. Such familiarization is carried out through regular visits to subcontractors by specialists from an organization using a system of operational control.
The system of operational control is referred to in management practice as a system of overall quality control of manufactured products and ongoing work operations.
Intermediate control
This form of quality control of manufactured products is similar to the system of operational control, but the similarity is very distant and does not give the same effect as the system of operational control.
Intermediate control, as a rule, involves checking the actual control of product quality in several stages - when transferring a semi-finished product from one manufacturer to another for its subsequent processing. This system, for example, is used in the workshop or brigade form of cooperation of producers (not in the case of individual cooperation of producers, as in the system of operational control). In this case, control is carried out not at the end of the next block of work, but when the product of labor is transferred from one performer to another. With all the obvious shortcomings of this form of control, it is still considered more effective than the system of final quality control, although it is necessarily accompanied by this form of control as well: the result of labor, ready for release, undergoes intermediate control and mandatory final testing.
“Labor productivity, for example, under such a system, may be slightly lower than the potential productivity in conditions of ignoring such a control system - after all, an employee will spend some part of his working time not on creating, but on monitoring the results of his predecessor's work. This thesis concerns only individual labor productivity, while collective labor productivity can increase, since its value is influenced only by the quantity of high-quality products, and this system is precisely aimed at eliminating unproductive efforts as soon as possible.
Final control
The form of final control or final testing of the products manufactured by the organization means a conclusion about the conformity of the actual quality characteristics of the goods produced to the standards adopted by the organization, standard requirements, and standard indicators of the quality of the goods. Even if an organization specializes in the production of single or custom-made products (work on individual orders), all the same, before starting production, the organization fixes certain standard requirements for the quality of future products.
A standard is also understood as a regulatory and technical document (and this is what is important in management), which establishes units of quantities, terms and their definitions, requirements for products and production processes, requirements to ensure the safety of workers and the safety of materials, values, etc.
A standard product in management is a product that corresponds to an existing standard, standard, sample, model (as opposed to the common understanding of the term, when a standard product means a template product devoid of individuality).
Final control can be used both as an independent and only form of quality control of manufactured products, and as an addition to other forms of control - operational and intermediate.
The main disadvantage of the final form of control is the often arising impossibility of correcting the detected defects when the finished product is written off, in production waste, or when they are forced to sell at a reduced, bargain price that does not even reach the level of internal cost, which means actual losses to the organization. The impossibility of eliminating the detected defect is associated with the technology of production of the product or the result of labor, in relation to which the quality control is carried out and the cost of dismantling which exceeds the cost of manufacturing.
For example, if upon completion of the construction of a 16-storey residential building, a crack is found in the wall, say, from the 3rd to the 6th floor, the problem becomes intractable.
It is advisable to use the form of final control when the manager has confidence that nothing extraordinary can happen in the production process and the percentage of possible rejects will not exceed the norms established for the organization.
However, if the manager knows that there may be cases of "latent defects" during the production of products, it is better to refuse this form of control. Hidden defects are understood as those defects that are not detected during visual inspection and during the final testing of the product, but are detected only during the operation of the product.
For example, such a characteristic as the fragility of a product can only be detected during operation, i.e. use for the intended purpose of the manufactured goods. This characteristic, for example, is decisive for alpine skiing. It affects both the reputation of the organization producing such a product and the level of sales. The same characteristic of crankshafts for cars means no less drama (if not tragedy) for both the manufacturer and especially for consumers, buyers.
Selective control
In the case of mass production of technically or technologically uncomplicated products, sampling is used.
The form of sampling, also referred to as statistical control, means that, say, every 50th commercial unit of the produced mass of products is subjected to proper quality control. This form of control is used, say, in the production of dairy or bakery products, when the production is put on stream and when the quality of each commodity unit depends on the quality of the input raw materials or the manufactured mass of the semi-finished product (for example, on the quality of the dough or kneading in the production of bakery products and bakery products). Quality control in this case is limited to fixing the external shape of the manufactured product, weight and other visual characteristics and the conclusion about the conformity or non-conformity of these products with the standards used.
The most widely used form of sampling is for organizations that carry out bulk purchases of goods for their subsequent sale through the retail network. In bulk purchases, for example, footwear, every 20th or 50th pair of shoes is usually subject to quality control: if the number of detected defects reaches 20% or exceeds this indicator, then the entire batch of goods is rejected *. The same quality control procedure can be carried out when buying and selling other goods.
By the way, it is the form of control that sometimes acts as an effective means of so-called non-tariff restrictions in foreign trade, when, when allowing the import of a specific product into a specific country, this country establishes a procedure for checking the quality of imported goods so burdensome for the importing person that the importing person voluntarily refuses to import. This happened, for example, at one time, when the European Economic Community (now the European Union) established such a procedure for the Japanese. Japanese-made video equipment can be imported into the Community only through one seaport - the port of Marseille, which in itself was very inconvenient for the Japanese and quite expensive. At the same time, quality control was carried out not in Marseille, but in a small town 500 km from Marseille. But that's not all - every imported product was subject to control, every commodity unit that needed to be unpacked, demonstrated for a long period of time in operation, then again to pack the goods approved by the commission ... Of course, the Japanese soon refused to import into " unification of Europe ”of their video equipment and resumed only after the rules of such a procedure were changed (and the introduction of such a procedure was required to enable European companies to eliminate the lag behind the Japanese in the production of this equipment).
2.4 Control of response and correction
Control and response
These two functions of a manager are considered as a single whole in the activities of a manager: once you exercise control, you are forced to react to the results of control, and you can effectively respond to an ongoing or ongoing production process only through control. The question immediately arises: what is control? What is the meaningful meaning of this management process?
Under control in management Comparative analysis is understood the concrete and actually tangible results obtained in the practice of production activities with the planned expected - at the planning (forecasting) stage - the results and the adoption of additional measures to approximate (converge) the obtained result to the expected result (if the situation is really such) or by exceeding - as as much as possible - the result obtained above the level of the planned result (if such a task really stands before the organization). It is this last action of the manager that represents the response to the results of control.
Qualitative (effective) performance by the manager of his control functions presupposes the presence of certain conditions. First of all, I mean the form of evaluating the results - in what, in what indicators, by what criteria it is possible to determine the result (meaning the result, both expected and actually obtained). This problem is not as simple as it might seem at first glance: only quantitative assessment suffers from a certain isolation from the qualitative side, and the determination of the quality of the result is hampered by the presence of a plurality of forms of assessment, which conceals the danger of choosing from such a plurality not the most effective form. Moreover, the assessment of the result should contain a stimulating beginning: the assessment itself, in combination with other factors (for example, with remuneration), should induce the employee to achieve better results, to exceed the result obtained over the expected result - as long as this problem is resolved by everyone a manager in his own way.
So, now we can try to depict graphically the scheme of actions of the control manager (fig. 2.5).
Fig 2.5. Control Manager Action Diagram
Control and correction
When exercising control as one of his main functional duties, the manager is often faced with the need for an unpleasant (undesirable) conclusion that the expected result programmed by him (or for his organization) during the implementation of a real production process has not been obtained and cannot be obtained, since the process programming was carried out without taking into account (or without due regard for) realities. If only the manager really, on the basis of a sufficiently serious analysis, comes to this conclusion, then this indicates his desire to adjust plans.
In this case, the manager acts somewhat differently than described in the previous section: when identifying a discrepancy between the expected result and the actually obtained result in favor of the former, the manager analyzes this situation in relation to the integral activities of the organization, trying to identify what factors, circumstances or reasons affect this process does not give an opportunity to achieve the desired (desired) result.
What was not taken into account, what was not taken into account when predicting the result and what needs to be done to eliminate everything that does not allow getting closer to getting in practice a result equal to the expected (or programmed) - these are the questions that the manager is trying to answer find answers and reorganize the activities of the organization, if only he can find answers to these questions, and the content of the answers will correspond to his capabilities.
If the manager convincingly comes to the conclusion that the reorganization is impossible, that nothing can be done to improve the situation in the organization (and what could have been impossible due to the lack of the required conditions), he is forced to start adjusting the plan, the predicted result ...
Adjustment in this case means aligning the level (or volume) of the expected result and those realities that are inherent in the capabilities of the organization - primarily the production process.
Graphically, the manager's scheme of actions in this direction can be depicted as follows (Fig. 2.6).
Chapter 3.Perfectioneffectiveness of control
3.1 Japanese experience in quality control
Currently, a corporate quality service in Japan consists of five main functional elements:
a) statistical analysis of quality;
b) "total" quality control within the company;
c) mass training of personnel in quality control;
d) close attention to quality groups (circles);
e) leadership of the movement for quality by the top management.
Quality control, the Japanese say, based on their experience, requires a thorough statistical analysis of all work processes. Professor Deming also instilled in the Japanese the idea that everyone involved in the control system should be armed with a knowledge of applied statistics. From Deming's point of view, only those statistical analysis methods are useful that are well understood by all categories of workers and are best suited for identifying the causes of manufacturing defects. The Japanese believe that both of these requirements are met by the Pareto chart, Ishikawa chart, histograms, scatter maps, graphs, control charts, check sheets. In this regard, in many Japanese firms, calls are widespread: "Know the seven statistical methods!" etc.
According to the Japanese, statistical methods of analysis are necessary for them because only with their help it is possible to objectively determine the real relationship between the numerous factors influencing the production of a product and its quality at the output. Statistics makes it possible to establish the causal relationships that led to the appearance of marriage. It allows you to adjust the technological process in such a way that manufacturing defects are minimized. However, the experience of Japan eloquently testifies to this, statistics only then becomes a truly effective means of quality management when its methods are applied consistently, comprehensively and practically in all areas of production. The episodic use of statistics in any particular area gives very little.
It must be said that the use of statistical methods of quality management in Japan, as a rule, encompasses all "floors" of the supply pyramid, at the top of which is the head office. Statistical analysis of quality is required from suppliers, intermediaries, dealers, retailers. The range of application of statistical methods of analysis in Japan is very wide, and it is, of course, not limited to these seven basic methods. Seven statistical methods, as it were, form a safety net for the movement for quality, a restrictive barrier that prevents it from turning off the channel indicated by objective digital indicators.
The initial development of the concept of "total" control was carried out by the head of the coordinating committee for product quality management in the American firm "General Electric". V. Feigenbaum. Having developed this concept, adapting it to local conditions, the Japanese now cannot imagine the existence of a quality control system without it.
The main provisions of the concept are as follows:
1) quality control is carried out at all stages of production;
2) all employees of the company are included in the control system - from the secretary-typist to the president (the secretary can make mistakes when typing documents; the president can make mistakes when giving orders and orders);
3) responsibility for product quality applies to all employees (they are not looking for individual culprits when defects are found);
4) the highest echelons of management support the measures of "total" control and in every possible way contribute to their implementation.
"Total" quality control in Japanese firms is carried out on the basis of a number of principles, designed in the form of slogans. Among them are the following:
Ш "The path to achieving high quality products should be as clear as day!"
Ш "Be persistent in achieving high quality!"
Ш "Any employee has the right to stop the conveyor if he sees that a marriage has started."
Ш “Carry out 100% inspection of the manufactured products! "
Ш "Constantly strive for quality improvement!"
Since “total” control implies the universal involvement of all employees in the quality movement, the specialists of the in-house control units turn into consultants. Directive powers cease to be their "monopoly" property. Producers of products begin to have these powers directly. Such a significant shift naturally means that the Japanese quality control system is inconceivable without massive, targeted training of personnel.
Quality control training in Japan is carried out in three areas: training in a group, training in training centers of the company, educational training in the framework of national events.
In the early days of the quality movement, staff training was in the hands of shop managers and production foremen. The training programs were initiated by managers at the enterprise director level. But gradually the initiative on an ever larger scale is in the hands of the workers. Producers of goods themselves begin to work on themselves. However, this work differs from self-training in our understanding, because it is not carried out individually, but within the framework of a working group. The members of the group, being involved in joint activities, expand the sphere of mutual influence, learn from a friend's friend's experience of detecting defects and finding specific ways to eliminate them. At the same time, meetings with working groups of subcontractors are practiced, visits to seminars and conferences held by quality headquarters are organized.
Training at the company's training centers aims to equip personnel with the theoretical foundations of quality control, as well as develop their practical skills in working with statistical methods for identifying the causes of manufacturing defects. The training program includes a training cycle, usually designed for six to eight weeks. Classes are usually held outside office hours.
Nationally, training is organized at the training centers of the Japanese Scientists 'and Engineers' Union and the Japan Standards Association. Medium and small firms that do not have their own training courses use these centers regularly. National events include Japan-wide quality conferences and Quality Month events (recall that November was announced as such).
In Japanese firms, mass training of ordinary workers coexists with the training of foremen and managers. The training programs developed for them include the following sections: quality management, statistical analysis of the causes of manufacturing defects, practicing solving practical problems using examples from a specific production.
As already mentioned, an essential element of quality service in Japanese firms is the attention paid by the highest echelons of administration to quality groups (circles). Many researchers, especially the Japanese themselves, emphasize the spontaneous nature of the formation of these groups. In reality, quality groups are stimulated from above. They are indeed given a wide field to show initiative, but specific problems are often presented to them by leadership.
Taking on the role of leaders in the quality movement, Japanese managers feel it their duty to familiarize themselves in detail with the activities of the quality groups. They attend the meetings of these groups, personally take part in the discussion of specific issues, for example, the question of improving the form of a very specific detail. By delving into the seemingly most ordinary problems of the quality movement, managers are able to fill the general course of corporate policy in this area with real content, the development of which is their primary responsibility.
3.2 Characteristicefficiencycontrol
Control is the process of ensuring effective work based on knowledge of the level of achievement, planned results and timely correction of emerging deviations from the original plan. In the process of management, control performs the most important social functions of increasing the stability and efficiency of management itself, and stabilizing the situation. Control acts as a central point in the process of making and implementing decisions - it completes one of the cycles of implementation of managerial decisions and opens a new one, forming the basis of the "spiral" of social development. The effectiveness of control depends on:
Ш accepted theoretical approaches to control as a management function, that is, the purpose, role, goals of control functions in the management system;
Ш accepted methods of organizing the control function;
The consistency and complexity of the implementation of control functions;
The instrumental basis of the control function, the degree of its accuracy and permissible error;
Completeness of analysis, reasons for deviations.
All effective control systems have common characteristics. Their importance varies depending on the specific situation, but we can confidently say that if the control meets certain requirements, then its effectiveness increases significantly.
So, the control should be:
l effective;
ь flexible;
b systematic;
l complex;
ь economical;
l vowel;
ь timely;
l understandable.
Let's take a look at each characteristic of effective control.
Effectiveness. Violations, flaws, errors, mistakes in the activities of an enterprise (organization) revealed as a result of monitoring should be promptly eliminated.
Flexibility. Effective control mechanisms must prevent the effects of adverse changes and take advantage of new opportunities. Very few modern organizations operate in a stable external environment and do not need a flexible control system. Today, even the most mechanistic structures require control mechanisms that can be adjusted in accordance with changing situations and conditions.
Consistency. Control should not be carried out from time to time, but constantly. In addition, all types and procedures of control carried out in the organization must be linked into a single interdependent integrity.
Complexity. Control should cover not one or several indicators of the plan, but all indicators, all areas of the enterprise (organization). The implementation of a control function in an organization should always be a single complex, and not a set of randomly related or completely unrelated procedures.
Profitability. An effective control system must justify the costs of establishing and implementing it. To minimize these costs, managers should use as few control mechanisms as possible, that is, implement only those techniques and methods that are really necessary to achieve the intended results. The benefits of the control should be higher than the cost of its implementation. Vowel. The results of the control must be known to the performers.
Timeliness. Control mechanisms should promptly draw the manager's attention to deviations so that he can prevent them from seriously affecting the work of the department. Even the most valuable information is devalued if it arrives late. Therefore, an effective control system must provide timely information.
Comprehensibility. Control mechanisms that are incomprehensible to those who use them are meaningless. For this reason, sometimes it becomes necessary to simplify the control system. The use of a control system that is difficult to understand often leads to additional errors, employee dissatisfaction and the fact that people simply ignore them.
The most important factor in increasing the effectiveness of control, and therefore changing the nature of management, is the development of partnership - management carried out on the basis of the participation of all members of an organization or group in management. Such joint management is characterized by the introduction and development of self-control.
Partnership and self-control contribute to the integration of interests, intentions, intentions, aspirations, characterize the understanding and support of the manager by the staff. The effectiveness of self-control depends on the authority of the leader, management style, goals and socio-psychological atmosphere of the organization.
3.3 Direction of improvement of control
Capturing the difference between action and function
Any practicing manager, therefore, must distinguish between control as a managerial action and control as a managerial function, if he seeks to optimize his managerial activities, to increase the efficiency of his performance of his official duties. The differences between these two concepts play an important role in the activities of a manager: if the first refers to his daily activities, then the second (control as a function) rather refers to the professional ideology of the practicing manager.
Usually, there are three stages in the implementation of control as a managerial action (Fig. 3.7).
Rice. 3.7. Control process
At the first stage are produced, as can be seen from Fig. 3.7, the standards or criteria for evaluating the actual result obtained and the indicators through which the effectiveness will be determined.
Standard are pre-designated specifications (qualitative and quantitative parameters) of the result of labor, which form the idea of the product of labor, which still has to be produced, at the level of consciousness. Most often, standards are linked to some kind of time frame.
It is very important to define performance indicator in the presence of developed standards.
Second phase - comparison of the actually obtained result with the standards (criteria) and the establishment of deviations.
Third stage - This is the choice of a specific line of behavior of the manager associated with the identified results of control.
A professionally acting manager actually adheres to control-oriented behavior, the content of which boils down to such actions as:
ь establishing meaningful and understandable standards;
b the standards in this case are fixed on an achievable, albeit very rigid basis;
the manager seeks to avoid excessive control over the actions of subordinates, although he does not allow the weakening of control functions;
control functions are carried out by the manager on the basis of two-way communication with subordinates, whose actions are controlled by him.
The beginning of the implementation of control functions: the end of the formulation of goals in the presence of an established organization.
Preliminary control: some control functions are carried out in a disguised form, since they are implemented before the start of work. These include:
a) implementation of rules, procedures, norms of behavior;
b) the level of qualifications, knowledge, skills (preliminary control of personnel);
c) determination of standards or quality characteristics for raw materials, materials, etc. (preliminary control over material resources);
d) budget or estimate (preliminary control of financial resources).
Current control
- implementation of control functions in the course of work.
Current monitoring is possible only when the control apparatus has a well-functioning feedback system (feedback channels).
Feedback in this case is information (data) about the results obtained in the course of work. At the same time, the control process is lagging in relation to the moment of implementation of the current work:
o the moment of control
o moments of current work
Organizational systems with feedback - these are systems that strive to provide output characteristics at a given level, but such a system will be effective when it adequately responds to changes (external, internal).
Final control: comparison of the results obtained with the expected.
Goals:
a) obtain data for planning;
b) adjust the motivational aspirations of employees;
c) correlate the results with external conditions (new requirements?);
d) Prevent the flow of scrap to the consumer.
Thus, there are such types of control as:
preliminary control; monitoring and feedback systems; final control.
At the same time, possible forms of control are also distinguished:
financial control (including operational as opposed to strategic): balance; statement of income, profit, loss; report on changes in the financial position of the organization; product quality control.
Control objectives:
ь improving the quality;
ь defect-free work;
ь partnerships with suppliers (hidden defects);
ь professional development of employees;
ь internal accounting and reporting as a form of control over the state of affairs in the organization.
At the same time, control is considered by the manager as a process of ensuring the achievement of the organization's goals. Within the framework of this approach, the manager seeks to create information and management systems in the organization that allow automating (to some extent) the control process, as well as obtaining the ability to collect and process information necessary for decision-making.
“On the market,” notes our well-known Russian researcher B.L. Soloviev, - more than 2 million items of goods are in circulation, which complicates the task of the consumer to make the best choice. To satisfy his needs, domestic products must surpass foreign ones in terms of the consumer effect, assessed by the price-quality ratio, or, more simply, the consumer must know how much quality he will receive per unit price. To convince him of the validity of his choice in favor of domestic goods, appropriate actions are required. They should be based on objective and reliable information about the consumer properties of goods and services. According to international standards, information about a product is a key position of consumerism, designed to ensure the objectivity of the formation of consumer preferences. It is possible to achieve success in this direction only with the correct orientation of the current system of testing (testing) of goods and services, a reasonable combination of restrictive and constructive testing results. "
The problem of quality has always been considered one of the main problems considered in management from the very inception of this science. Already in the works of F.U. Taylor, this problem is seen as central. The founder of management as a system of scientific beliefs drew attention to the concepts of upper and lower quality limits, tolerance margins, introducing such measuring instruments as templates and calibers, as well as justifying the need for an independent position of quality inspector, a varied system of fines for "scrappers", etc. ., forms and methods of influencing product quality.
True, later the problem of quality management began to be considered in parallel as an engineering and technical problem and as an organizational and even socio-psychological problem.
By the early 90s of the XX century, quality management systems that were widely used throughout the industrialized world (the system of universal quality control, various statistical theories of quality control, including the theory of E.W. Deming, an American scientist who had a strong influence on the formation of the control system quality in Japan, where the best forms in terms of the quality of products are still awarded the E. W. Deming medals every year), are transformed into the theory of quality engineering.
At the same time, a powerful set of theoretical and practical tools has emerged, which is called quality-based management (MBQ). Today's quality management assets include:
v 24 international standards ISO 9000 family (including ISO 14000 on environmental management);
v international certification system of quality systems, including hundreds of accredited certification bodies;
v the international register of certified auditors of quality systems (IRCA), which already employs 10,000 specialists from many countries of the world;
v practically established management audit system;
v the same at many regional and national levels;
v 70,000 companies around the world with certificates for in-house quality systems.
At the same time, such theories as Management by Objectives and Quality-Based Management are merging.
Quality control theories were based on the development of such areas as: standardization; metrology (a branch of physics dealing with the establishment of units of measurement, the creation of standards of units and the development of methods for accurate measurements); qualimetry (a field of science that combines methods for the quantitative assessment of product quality); certification (testing the quality of manufactured products and methods of performing such testing).
Among the many theories of management and quality control stand out such as Management by Quality (MBQ) - Management based on quality; Management by Objectives (MBO) - Management by Objectives; Total Quality Management (TQM) - Total quality management; Universal Quality Management (UQM) - Universal quality management; Quality Management (QM) - Quality Management; Total Quality Control (TQC) - Total quality control; Company Wide Quality Control (CWQC) - Quality control throughout the company; Quality Circlis (QC) - Quality control circles; Zero Defect (ZD) - Zero Defect System; Quality Function Deployment (QFD) - Deployment of the quality function; Statistical Quality Control (SQC) - Statistical quality control.
It should be added that an important role in the activities of many firms (especially Japanese) is played by quality circles, voluntary associations of workers who, in their free time from their main work, are looking for specific ways to improve the quality of products.
According to the conclusion of the Japanese at the time when E.W. Deming (and this was 1950) and conducted a series of seminars on statistical methods of quality control, quality control alone does not make a product of good quality. Products become such only in the process of their production. Consequently, it is necessary to organize production (namely production) in such a way that all employees of the company are responsible for the quality of their work and the result of this work, and in order to achieve such a situation, it is necessary that all employees have the appropriate qualifications and skills. It was with this that the appearance of quality circles was connected.
Over time, as you know, these quality circles, which made a very significant contribution to the formation of Japan as an industrial giant, grew into the so-called small self-governing groups, a kind of elementary, indivisible cells of a Japanese company, including both young and experienced workers. Such groups set themselves tasks to achieve a common production goal, solve them and monitor their implementation. Of course, all these groups use an effective system of support and incentives from the management of the firms.
Conclusion
Based on the work carried out, the following conclusions can be drawn:
1. In its most general form, control is a part of the management process, which, in terms of content, provides for obtaining information about the results of management influences.
2. For the implementation of the control process, it is necessary: the presence of a system of indicators (norms of functioning); the ability of the system to cognize reality and compare it with the system of criteria; development of corrective measures.
3. In control as a management function, two main aspects can be distinguished:
Cognitive, associated with the perception and study of information
Ш impacting, which consists in the ability to provide the control system with data for the implementation of corrective actions.
4. When assessing the role and place of the control function in management, it should be remembered that control occupies the last place in the management cycle only logically, but by no means in importance.
5. Control is an integral function of the organization's management.
6. Control is the process of detecting non-conformity of the actual results achieved with the planned ones and correcting the non-conformity. The precondition for the implementation of the control process is the definition of control objectives or the use of targets. To determine how effectively the work is performed in reality, the manager must have complete information about the work process. Therefore, at the second stage of the control process, it is imperative to observe and measure actual indicators. At the next stage, the manager must determine how the achieved results meet his expectations. At the same time, he must understand how acceptable or relatively safe the detected deviations from the standards are. The fourth and final stage of the control process is to correct the activity based on the control results, i.e. in regulation.
7. For an optimal solution to the problems of the organization, control must meet certain requirements, namely, be: effective, flexible, systematic, comprehensive, economical, transparent, timely and understandable. Compliance with these characteristics makes it efficient and effective.
8. No one is forcing companies to innovate in control. But if there is an internal management need for reliable and objective information about the work of the company, if the management wants to make informed management decisions, then there is only one way out - the introduction of new methods, technologies and forms of organization of control and regulation of activities: TQM, controlling and self-control of personnel.
9. Control should be carried out at all levels of management: corporate, divisional, functional and individual. There are market and bureaucratic controls. It is possible to control the results, control the implementation of plans and control the successful situational management.
10. So, control is a process based on observation and measurement, comparison with standard indicators and correction of inconsistencies in activities.
Bibliography
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5. Vesnin V.R. Management: Textbook. - M .: TK Welby, Publishing house Prospect, 2004.
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12. Robbins S.P., Coulter M. Management. - 6th ed .: Per. from English - M .: Publishing House "Williams", 2004.
13. Kabushkin N.I. Fundamentals of Management: Textbook. allowance. - 7th ed., Stereotype. - M .: New knowledge, 2004.
14. Korotkov E.M. The concept of Russian management. - M .: DeKa, 2004, 896 p.
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1. During the final control, the products are accepted by the QCD employees at the QCD post in accordance with the requirements of the current technical documentation (drawings, technical processes, specifications, instructions, standards).
The products are presented by the adjuster or shift foreman, who must personally verify that the products comply with the technical documentation.
2. If the QCD inspector detects the first non-compliance with the established requirements in the submitted products, the inspector is obliged to stop further inspection of the batch and return it to the contractor for processing and eliminate the discrepancy with the entry in the QCD Product Delivery Log from the first presentation (hereinafter - in the Journal). A tag is attached to the container with the product, indicating the discrepancy, date, signature of the Quality Control Department inspector and a note: "For secondary presentation." The term of the secondary presentation is determined in each specific case by the control master together with the shop foreman and is noted in column 12 of the Journal with the signature of the shop foreman for approval. The column also indicates the surname of the performer whose quality mark has been lowered.
3. The QCD inspector is prohibited from scrapping parts, assembly units, products during the acceptance of products, and also to accept products in the event of:
If the first three parts were not presented;
Lack of cleanliness and order in the workplace;
Defects in manufactured parts, as well as dirt and chips on parts;
Lack of drawings, technical processes.
4. If the inspector of the Quality Control Department detects inconsistencies with the requirements of technical documentation in the submitted batch of products, the worker, in the presence of the foreman, is obliged to personally sort them and present them to the employee of the Quality Control Department separately for drawing up a marriage certificate.
5. Workers transferred to self-control are given the right to hand over manufactured products without inspection by the Quality Control Department. Quality control department employees carry out inspection control of the quality of products with a personal stamp.
6. Secondary presentation of finished products (parts, assembly units, products) for acceptance to employees of the Quality Control Department is made after they have been provided with a memorandum with the permission of the head of the shop. The memo is drawn up by the workshop foreman in the name of the workshop manager after sorting out this batch and eliminating deviations from the current technical documentation and is stored in the Quality Control Department along with the Journal.
The workshop foreman fills in column 13 "Measures taken or decisions to eliminate deviations" in the Journal according to Table B.
For parts that have deviations from the current design documentation that do not affect the performance of the products, a Permit Card is drawn up by the department that made this deviation.
7. The third presentation of products for acceptance to the employees of the Quality Control Department can be made by the head of the shop after presenting the master to the control memorandum with the permission of the director of the plant or the chief engineer. In this case, the head of the shop must provide a written explanation in any form about the reasons for the return of products and about the measures taken to eliminate defective products.
8. The results of acceptance of finished products during the final control are reflected in the "Log of the delivery of products by the Quality Control Department from the first presentation" (Table B).
9. In case of positive results of control on the accepted products, the QCD inspector puts the QCD stamp in accordance with the technical documentation for the products.
10. Products that have a deviation and a permit card for this deviation are also branded by the Quality Control Department. Products are branded with a distinctive mark if the "Permit Card" contains a special instruction from the head of the Quality Control Department about the distinctive marking. A double stamping of a stamp, a stamp with the letters "КР" serves as a distinctive stamping.
11. In the event that the worker (production foreman) reveals the discrepancy of the product and presents it for control separately from the suitable product, such a batch is considered accepted from the first presentation, and a defect certificate is drawn up for the rejected parts with a note in the Quality Control Department's Product Delivery Log from the first presentation »On the presentation of marriage and drawing up a marriage act in column 13.
He is responsible for the purchase of quality materials, semi-finished products and components, he must keep a reference set of all drawings, change sheets and other materials that may be required for existing orders. In addition, such a kit should be in the possession of the main controller so that he can organize control upon receipt of the material. In addition, it is advisable that the chief controller has an exact copy of the orders.
When a large number of defects are found during the final inspection, the chief inspector should immediately discuss this issue with the inspector in charge of the current inspection, look at all records and establish how the defective parts could have gone through to assembly and on to final inspection. Since most of the waste is separated during the current control, this fact shows the shortcomings of the quality control system. The study of the reasons for the rejection of products during the final control should be carried out by the chief controller in conjunction with the head of production. A report on the results of the investigation of the causes of marriage (see Form 39) must be submitted to the director for consideration.
Depending on the moment of the technical control, it is divided into input (preliminary), current (intermediate) and final (acceptance). Incoming inspection is a check of materials, blanks, parts before they enter production. For example, such control is carried out when preparing casing pipes for lowering them into a well (check threaded connections, internal diameters and straightness, measure the length of each pipe). Current control is carried out after the completion of some part of the production process (production operation or group of operations). For example, checking the curvature of a vertical wellbore. Final control is the control of finished products after the completion of all production operations for its manufacture. For example, checking an oil well being commissioned.
GOST 40.9001-88 establishes a model for quality assurance in design and / or development, production, installation and maintenance GOST 40.9002-88 - model for quality assurance in production and installation, GOST 40.9003-88 - model for quality assurance in final inspection and testing.
The final control is carried out upon acceptance of finished parts, assemblies or products that are completely completed by the production cycle.
Shop (section) Type of production Selective, final control,%
At this time, a series of new international standards for quality systems appeared - ISO 9000 standards, which had a significant impact on management and quality assurance ISO 9000 General quality management and standards for quality assurance ISO 9001 Quality system. Model for quality assurance in design and development, production, installation and service ISO 9002 Quality system. Model for quality assurance in production and installation ISO 9003 Quality system. Model for quality assurance in final inspection and testing ISO 9004 General quality management and quality system elements. Guidelines as well as the terminology standard ISO 8402.
Determine appropriate locations for equivalents of acceptance, in-process and final inspection at your job. Determine if this should be gateway type checks or if monitoring is sufficient, 10
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Let's give a brief description of certain types of quality control. Construction materials, parts and structures arriving for construction are subject to incoming inspection. They must comply with state standards, specifications, working drawings and passports. Incoming control is carried out at the picking bases and in construction organizations. Operational quality control is carried out on the basis of special instructions that make it possible to control completed production operations or construction processes directly at the construction site. Operational control allows you to timely identify defects and take measures to eliminate them. Operational control is followed by acceptance final control with an assessment of the quality of construction and installation work performed by the team. Operational quality control is the most effective because it includes self-control of performers and contributes to increasing the responsibility of workers, teams and teams for the quality of work performed. In addition, it ensures the identification and timely elimination of defects and their causes. Acceptance control is performed upon acceptance of finished construction products. Acceptance of completed construction objects for operation, as a rule, is carried out in two stages: preliminary, which is carried out by the working commission, and the final, carried out by the state acceptance commission. Intermediate control is carried out when accepting completed individual types of work, for example, such as digging trenches, setting up foundations, waterproofing, reinforcement laid in concrete, embedded parts, etc. These structures and types of work must be checked and accepted before they are hidden by subsequent work -and. An act is drawn up for hidden work. The list of structures subject to intermediate verification is established by the project and flow charts for the production of work.
Direct nationalization in all economic areas includes measures leading to the end of all foreign investment. They are usually motivated by political considerations. These measures are aimed at establishing final state control over the economy in the country and include the seizure of all privately owned means of production.
Exported matches were transported without excise duty, but had to be supplied with the stamp of excise supervision and its certificates of the amount of exported goods, and the excise tax was finally added only after the excise supervision was provided within six months of the customs certificate of the actual export of matches abroad. The production, movement, sale and purchase of phosphorus was regulated by special control rules from the excise supervision.
In the example under consideration, and we are talking here about a machine-building enterprise with a single type of production, the marginal production costs included in the calculation of the managerial result from the sale of products are the value obtained as the final calculation of the marginal costs for completed orders. Thus, here data is taken on the actually used basic materials and components (in serial production - standard values, when purchasing from outside - standard prices), as well as actually worked time for development work, machining, assembly and technical control, the assessment of which is carried out on the basis of the planned rates of standard costs (determined in the same way as in the example in Fig. 46, the value of 12.80 DM / standard-h was determined). Which product groups contributed to the total coverage of 1.3 million francs is shown on sheet 2 (Figure 526).
The Audit Chamber consists of the Board of Auditors (Auditors) and the General Secretariat. The Board of Auditors has the right to check the annual final report on government revenues and expenditures, request documents and information necessary for the audit to decide on the prosecution of violators of financial discipline, etc. Audits are conducted by the General Secretariat and its member bureaus. The Audit Chamber exercises control after expenses are incurred or revenues are received to the budget on the basis of accounting and reporting materials. The main areas of control activities are checking the actual availability of state funds and other movable and immovable property of the state, establishing the legality of financial transactions, monitoring compliance with the financial procedures established by law. All public finance accounts that are reviewed and approved by parliament annually are subject to the control of the Auditing Chamber. The audit report prepared by the Chamber is submitted to parliament by the government. In parliament, the audit report is reviewed by audit commissions established in both chambers.
It is important to understand that the mere fact that deviations exist does not mean that purchasing or production managers are personally responsible for them. Deviations (regardless of the degree of their detail) only indicate a problem area, but without further analysis are not the final proof of the personal responsibility of one or another leader for the imbalance that has arisen. A detailed identification of deviations can only help determine the official who is best able to respond to a change in the situation and begin to correct the situation. Note that the use of the budget to control and harass managers is unlikely to find support among the employees of the enterprise, and, therefore, is unlikely to be a sufficiently effective method of cost management.
Manufacturing departments are responsible for the implementation of the production plan, hence there may be tendencies to use material that does not fully or partially meet the requirements for it, which can be costly for the enterprise. Suppose that a batch of parts at the third stage of production did not fully meet the technical requirements, but was sent for further processing. During the final check in the quality control department, it turned out that this batch of parts could not arrive and the assembly or the customer rejected the entire batch accepted by the control department. All labor, materials, time were wasted. As a result, the company suffers a loss and interrupts the execution of the order.
However, in some cases, the production of parts can be so large, and the products are so cheap, that it is economically beneficial to have a relatively high percentage of scrap in order to provide a larger quantity of suitable products. This will shorten the production time, but increase the inspection time, as a longer final inspection is required to separate the defective product from the Good one. In this case, the chief controller must (take into account the cost of the finished product, the cost of production, etc., determine the frequency of checks (and the permissible percentage of rejects, as well as establish a list of all product parameters that require verification. He must give the controller the right to stop production in any operation where there are too many rejects.
Economic managers, economic and technical services, as well as public organizations of production associations and enterprises use analysis methods in order to draw up a scientifically grounded plan or commitment, to eliminate bottlenecks in production, identify and mobilize on-farm reserves, to objectively assess the results of labor, summarize the results of competition , justification of economic incentives, to control the implementation of state plans, the safety of socialist property, the observance of state and economic discipline. For example, when assessing economic activity and approving the size of incentive funds on special commissions, performance indicators are carefully analyzed, the results of the influence of external factors that do not depend on the activities of the production team, facts of violation of economic discipline, non-fulfillment of business contracts, etc. are revealed. taking into account all the positive and negative reasons affecting the reporting indicators, the final assessment of the work is given.
A characteristic feature of the assembly production is the almost complete absence of final product defects, however, the costs associated with the correction of defects in these workshops are relatively high. This feature poses special challenges for technical control, which is particularly difficult in assembly shops.
CONTROL COSTS - The cost of control to avoid manufacturing defective products falls into two main categories. The first is the cost of prevention or the cost of prevention, i.e. costs of pre-production activities aimed at preparing quality instructions and production descriptions, vocational training, planning the production process and collecting data on product quality. The second category is estimated costs. This is the cost of eliminating defects after the product has left the production chain, but has not yet reached the consumer. These include final inspection of finished products, inspection during production, laboratory testing.
Control over the quality of manufactured products, over their compliance with standards and technical conditions, execution in the prescribed manner of documentation for accepted and rejected products, as well as control over the withdrawal of finally rejected products from production
Stationary control points should be created where the most dangerous and critical sections of the road. This is usually done after the development stage - acceptance tests of prototypes after the stage of technological preparation - qualification tests, as well as acceptance tests, incoming and final types of control, inspection control of the production process.
In 1924, Walter Schuhart used statistical methods for quality control purposes and laid the foundations for statistical sampling and quality control processes. The problem of interchangeability of parts, put forward by Whitney, has found a final solution. Manufacturing requirements due to established tolerances and specifications could be analyzed in terms of cost and benefit. Shuhart's works revealed the need to represent production as a system. Over time, it has become apparent that factors such as product design, materials, equipment, worker qualifications, employee attitudes, labor turnover and working conditions interact with consumer demands for product quality and prices, as well as with financial issues. One of those who drew attention to this was W. Edward Deming (1950), He believed that management should contribute to improving working conditions and work processes and improving the quality of manufactured products.
The scheme of work of the quality control department in production is simple if the product meets the specified parameters, requirements and technical conditions, i.e., documents for delivery, it is recognized as suitable and goes into sale, if it does not correspond, it is recognized as a final or correctable defect. With the increasing complexity of products and the expansion of its assortment, there was a continuous improvement in the control methods used by the Quality Control Department, from the simplest manual measurements to complex instruments, from checking each product, details to
In the course of the "Product Control" process in terms of managing the final control of products, the following goal is implemented, which ensures the achievement of the planned level of product quality - the supply of products to the consumer that meets the regulatory documentation and the requirements of the contract.
2. Scope
This instruction (IP) applies to all divisions of the organization.
GOST R ISO 9000-2001 Quality management systems. Fundamentals and vocabulary IP 6.2-02 - 2002 Personnel training
SP 4.2-08-2002 Management of technological documentation development and amendments
SP 8.3-01-2002 Management of nonconforming products
STP 8.2-01-2002 Acceptance control of product quality
4. Terms and designations
Terminology in accordance with GOST R ISO 9000.
Accepted designations:
IP - instructions for the process;
OTK - technical control department;
STP - enterprise standard;
TO - Technical department;
FC - quality form;
TsKI - control test shop.
5. Entry, exit, special criteria for the effectiveness of the process
Entry - finished products presented by the Quality Control Department.
The way out is the documented results of the final control of the finished product. A special performance criterion is the quality of the final control. Note: the corresponding quantitative indicator and its level characterizing the degree of fulfillment of the criterion is determined when developing quality objectives.
6. Responsibility
The responsibility for organizing and carrying out the final control rests with the head of the Quality Control Department.
Responsibility step by step - in accordance with the scheme given in this IP.
7. Description of the control process
The control process is in accordance with the process below (diagram 2).
8. Registration documentation
Quality certificates for finished products in the form of FC 8.2-03-2002 are stored in the Quality Control Department for at least five years. The application for the final control of finished products is drawn up in the form of FK 8.2-07-2002
|
A responsibility |
Process diagram |
Procedure |
|
Production division Head of Quality Control Department |
Development of documentation for control Preparation for control Presentation of products of quality control department Monitoring Registration of control results Control status identification Release permission Evaluating the effectiveness of the process |
In accordance with IP 4.2-08 A) Provision of workplaces with documentation for, control, including, if necessary, norms, acceptance criteria B) Personnel training (if necessary) in accordance with IP 6.2-02 A) In the manner prescribed by STP 8.2-01 B) Application in the form of FC 8.2-07 A) In accordance with the control documentation B) In accordance with STP 8.2-01 A) In the application form FK 8.2-07 B) In the logs of registration of the test results of the CKI Decision on the compliance of product test results with the requirements of the contract Actions with nonconforming products in accordance with IP 8.3-01 Signature and personal stamp of the OTK controller in FC 8.2-07 Confirmed by the signature of the head (or other employee) of the OTK certificate group and the OTD stamp in the product quality certificate issued in accordance with FC 8.2-03 In the report on the quality of the Quality Control Department for the year |
2.5. Quality Policy CJSC "VMZ" Krasny Oktyabr "
We strive for leadership
In the market of large sections of long products, forgings and products for weapons and military equipment, components of nuclear power plants and a stable position in the market for long and flat products of special steels in the territory of the Russian Federation and the CIS.
Ways of Achievement:
1) Satisfaction of the requirements and expectations of consumers and representative offices of the customer for the quality of products, delivery discipline and the cost of metal products of CJSC VMZ Krasny Oktyabr.
2) Continuous work to reduce the cost of products by identifying and eliminating risks, costs and losses at all stages of its life cycle.
3) Increasing the effectiveness of measures to ensure product quality at the stages of its life cycle and preventing deviations from the specified requirements.
4) Optimization of the use of available resources of the organization
5) Continuous work focused on expanding the range of products expected by the consumer.
6) Interaction only with suppliers that are most consistent with the requirements and expectations of CJSC “VMZ“ Krasny Oktyabr ”, and the formation of long-term partnerships with them.
7) Creation of working conditions conducive to the retention of existing personnel and the influx of new, highly qualified specialists.
8) modernization of existing production, introduction of new modern technologies.
9) Continuous improvement of the effectiveness of the QMS and its compliance with the requirements of ISO 9001 and GOST RV 15.002.
The top management of the organization is committed to implementing the provisions of this Policy and continually improving the performance of the organization.
Conclusion
As a result of pre-diploma practice at CJSC “VMZ“ Krasny Oktyabr ”, the knowledge gained in the course of training was consolidated in production conditions. During the period of internship, the material necessary for writing a report and a graduation project was collected.
Within the framework of the goals and objectives of the undergraduate practice, the history of the creation and development of the enterprise, the production and organizational structure of the organization were studied; quality objectives and policies; the quality management system of the enterprise and measures aimed at improving the quality of products; sequence of interaction of QMS processes.
Bibliography
1.GOST R ISO 9000-2001. Quality management systems. Basic Provisions
2. GOST R ISO 9004-2009. Quality management systems. Recommendations for improving performance
3. SP 8.2-01-2002. Product control during production. Quality Management System
4. SP 8.2-02-2002. Final product inspection. Quality Management System
5. Volgograd Metallurgical Plant "Red October". [Electronic resource]. - 2012 - Access mode: http://www.vmzko.ru/
6. Red October Volgograd Metallurgical Plant, product catalog 2012. - 31p.
7. Industrial enterprises of Russia CJSC "Volgograd Metallurgical Plant" Red October ". [Electronic resource]. - 2012. - Access mode: http://ibprom.ru/krasnyy-oktyabr
8. Formation and development of quality management. [Electronic resource] .– 2012. - Access mode: http://bntu.org/qm/2/163-21.html
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